• Journal of the Korean Operations Research and Management Science Society
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• v.40 no.1
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• pp.185-198
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• 2015

This study drew performance management factors analyzed a causal link between acceptance and satisfaction of performance management to present the method for promoting acceptance on the performance management system that most of the public enterprises, government-affiliated organizations are implementing. To achieve this, qualitative analysis and quantitative analysis were conducted in parallel through in-depth case studies and surveys. The results of this study are as follows. First, the analysis of the performance management factors with preceding studies shows that performance management indicators, performance management operations and performance management communications. Second, from the causal relationship of performance management factors affecting performance management acceptance reveals that performance management operation has statistical significance. Third, the analysis of the effect of performance management factors on the management satisfaction shows that operation and indicator of the performance management have statistical significance and reflecting the performance indicators to business, adequacy of target level, training, system support and CEO's Leadership have been revealed as important variables to the management satisfaction. Fourth, the result of the analysis on casual connection between acceptance and satisfaction of the performance management shows that improving management acceptance has a direct impact on satisfaction because performance management receptiveness were deemed statistically significant. Fifth, the result of the in-depth case studies on improving performance management acceptance shows that public enterprises have been putting in an effort to design indicators and try to encourage internal member's involvement during the monitoring and evaluation. The quantitative analysis based on survey has turned out that performance management operation and performance management indicators have statistical significance. The qualitative analysis by in-depth analysis shows that public enterprises put a lot of effort to performance management indicators and communication between internal members. As a result, commitment to performance management operation is required to improve the performance management acceptance. In other words, a detailed implementation plan for training, information system support, and CEO's leadership has to be established and ought to be pushed.

• International Journal of Advanced Culture Technology
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• v.11 no.1
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• pp.171-180
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• 2023

This study is to develop a performance analysis model for SMEs.Based on similar performance indicators through previous studies, performance indicators for SMEs were rewritten.Through the Korean Journal Citation Index (KCI), 75 related data were classified and a comprehensive SME performance analysis model was developed.Performance analysis was divided into two axes and classified into tables.The horizontal axis is the spatial performance range, which is divided into three areas: performance management by department/function, integrated performance management for the entire organization, and governance performance management requiring policy feedback. The vertical axis is subdivided into short-term, mid-term, and long-term by time and growth stage, and is divided into three parts: technical performance according to technological input, economic performance as organizational performance, and social performance for policy utilization. Then, performance indicators were mapped to each column. As a result of the survey, 28% of technical performance was analyzed as a result of frequency analysis, and performance indicators were organized into five categories: IT, R&D, certification, patent, and innovation. Economic performance was divided into 29%, BSC, HRD, logistics, production quality management, financial support, asset management, etc. 6 categories, social performance 43%, ESG, marketing, export, policy support, consulting, cooperation, etc. 7 categories.Limitations of the study include the narrowness of the survey that derived only performance indicators despite being a meta-analysis, and the performance model was mapped and classified according to growth stage and support period.however Insufficiency of validity due to lack of evidence, performance indicators were developed, but there were limitations in utilization for practical use.

• Journal of Information Technology Applications and Management
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• v.30 no.1
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• pp.97-114
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• 2023

The purpose of this study is to derive practical implications by verifying the influence of MSME owners' leadership type and management performance on knowledge management. In addition, we tried to verify the mediating role of knowledge management between the leadership type and management performance of MSME owners. Leadership types were divided into transformational leadership and transactional leadership. Transformational leadership consisted of charisma and inspirational motivation, while transactional leadership consisted of situational rewards and management by exception. For data collection, we conducted a survey targeting workers in small businesses. After excluding insincere data that were inappropriate for analysis, we used the remaining 243 samples for empirical analysis. To test the hypothesis, we adopted regression analysis and three-step mediated regression analysis as analysis methods. As a result of the empirical analysis, all seven hypotheses derived were supported, and the main results are summarized as follows. First, we found that MSME owners' transformational leadership and transactional leadership had a positive effect on knowledge management and management performance. Second, we found that knowledge management of MSME owners had a positive effect on business performance. Third, both transformational leadership and transactional leadership of MSME owners were found to be partially mediated by knowledge management in relation to management performance. Based on these research results, we derived practical implications for MSME owners.

• Knowledge Management Research
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• v.10 no.1
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• pp.71-100
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• 2009

Recently, many of organizations build up their performance measurement system (PMS) to measure their knowledge management performance. However, the system that doesn't well reflect the organization's strategies as well as surroundings could obstruct their performance improvement, instead. Therefore, It is really important to establish the PMS to reflect organization's surroundings and strategies. The purpose of this study is to make a diagnosis of a performance measurement practice of a domestic university's knowledge management. To serve this research purpose, we examine the uptight performance index and PMS from existing references. And we diagnose the specific practices and maturity rates of measuring performances, and the recognition of the performance index at "D" university recently adopting balanced scorecard to performance evaluation through the survey on academic affairs committee members, performance evaluation committee members, and administration members. The method analyzing data from the survey is a gap analysis which includes alignment analysis, congruence analysis, consensus analysis, and confusion analysis. We make a diagnosis of performance measurement practices at "D" university, raise several points of this performance measurement system, and present the improvement plans from these problems.

• Journal of the Society of Disaster Information
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• v.17 no.1
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• pp.81-96
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• 2021

Purpose: Based on the preceding studies in supply chain management, factors were analyzed to verify the effect of risk assessment and risk management factors of the business continuity management system (BCMS) on management performance. The purpose of this study is to establish a systematic risk management plan by deriving the risk factors of BCMS and evaluating unpredictable risks, and at the same time, contributing to a company's competitive advantage without interruption of work. Method: The structural relationship between risk assessment, risk management and management performance of BCMS was derived. To this end, a questionnaire survey was conducted of 124 managers and managers in Korean companies. Frequency analysis, validity analysis, reliability analysis, correlation analysis, and simple regression analysis were performed. Result: First, risk assessment had a positive (+) effect on risk management. Second, risk management had a positive (+) effect on management performance. Finally, risk assessment had a positive (+) effect on management performance. Conclusion: BCMS's risk assessment and risk management capabilities should be managed through financial performance, and risk management activities should be managed through non-financial performance.

• Journal of Korean Society of Occupational and Environmental Hygiene
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• v.32 no.1
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• pp.64-77
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• 2022

Objectives: The purpose of this study is to objectify the level of case management performance and the factors influencing performance, to improve the case management performance at the Korea Worker's Compensation & Welfare Service (KWCWS) on the basis of the recognition of the objective realities of case management by job coordinators at the KWCWS, to develop a model of case management fit for the KWCWS, and to provide a basis for establishing guidelines for standardized case management. Methods: A total of 156 questionnaires were distributed to job coordinators at the KWCWS's headquarters, six regional headquarters, and 55 branches. One hundred forty-one questionnaires were collected and 126 were analyzed statistically using SPSS 21.0. Factor analysis and reliability analysis were conducted to verify the validity and reliability of the main measurement items in the research model. Frequency analysis was conducted for general characteristics of survey subjects. Frequency analysis or descriptive statistics were conducted to identify the level of independent variables (case manager's individual variables, job variables, institutional and organizational variables). Dependent variables (case management performance) and the degree of correlation were analyzed through correlation analysis between research variables. Multiple regression analysis and hierarchical regression analysis were conducted to examine the effect of independent variables on case management performance. Results: The results of the study showed that the level of overall performance in the five stages of case management was ordinary, with an average level of 3.45 on a 5-point scale. Levels of performance by step were institutional approach and intake (3.69), assessment (3.63), goal setting and intervention planning (3.46), implementation of intervention plan (3.32), and evaluation and termination (3.20), in that order. The explanatory power of case management performance (overall) by case managers with the KWCWS was case manager's institutional and organizational variables, job variables, and individual variables, in that order. At each stage of case management, the explanatory power of a case manager's institutional and organizational variables was found to be the greatest. The model changes at each stage of case management assume similar aspects statistically. In hierarchical regression analysis, it was institutional support that had a significant effect on case management performance (overall), and institutional support had the greatest effect. The results of multiple regression analysis in which all variables are input simultaneously showed that institutional support and expertise as well as self-efficacy had a positive effect. However, case management work experience, expertise (technology), and autonomy were found to have a negative effect during the stage of case management performance. Conclusions: As a result of the study, it was confirmed that raising the case manager's expertise and support from the institution and organization are important factors to improve the level of case management performance. The research also derived practical ways of reinforcement of case manager capacity, institutional and organizational support, operation of rehabilitation-case management teams, and occupational health-related aspects.

• Journal of the Korea Safety Management & Science
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• v.14 no.2
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• pp.193-204
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• 2012

This paper deals with an empirical analysis of the structural relationship among the factors such as quality management activities, organizational learning and firm performance of manufacturing corporations. The findings of the analysis are expected to make lots of contribution to manufacturing corporations establishing strategies for quality management activities and organizational learning. From the analysis, following conclusions and suggestions could be drawn: First, an analysis of the relationship between quality management activities and organizational learning showed that most activities of quality management turned out to exercise great influence upon the factors of organizational learning. This means that the activities of quality management will prompt the members of an organization to actively engage in learning activities individually, by team and organizationally, motivating them to spread such activities across the whole organization, leading ultimately to fundamental renovation of the very organization. Second, from an analysis of the relationship between organizational learning and firm performance, that is, financial and non-financial performances of a company, it was found that most factors of organizational learning have tremendous impact upon financial and non-financial performances of the company. Such result implies that decision and management of the things to be performed in the process of organizational performances are essential to determining firm performance because firm performance depend largely on the outcomes of organizational learning.

• International Journal of Quality Innovation
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• v.10 no.1
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• pp.89-105
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• 2009

This study aims to probe into the influence of new product design and new product development process management on development performance. The research finding demonstrates that product design reveals positive and significant influence on new product development performance. Through statistical analysis, this study finds that companies in Taiwan value new product design. When companies value it more, they tend to have better new product development performance. With regard to the relation between new product development process management and new product development performance, the empirical results demonstrate that companies would pay more attention on new product development process management. With regard to new product idea and assessment, concept design and development, product function test and mass production in the market, through statistical analysis, this study finds that companies that value process management of new product development tend to have better new product development performance. As to the influence of new product design and new product process management on new product development performance, statistical analysis result demonstrates that the integration between new product design valued by companies in Taiwan and development process management would lead to significantly positive influence on new product development performance of the companies.

• Journal of Korean Society for Quality Management
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• v.47 no.2
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• pp.295-314
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• 2019

Purpose: This study aims to investigate the factors affecting productivity performance for Korean SMEs of manufacturing which had obtained the certification of Productivity Management System(PMS) that is a Korean assessment program for enhancing maturity of company's management systems. Methods: The proposed model is based on the PMS model. The valid 759 data registered from 2010 to 2018 year was analyzed using SEM analysis for testing hypotheses. Results: The results are as follows. First, Leadership affects the five core sub-system processes positively, but doesn't a significant Business Performance directly. Secondly, HRM, Customer & Market Analysis, and Process Management excluding Productivity Development and Measurement Analysis and Knowledge Management have a significant effect on Business Performance. Lastly, when examining the mediation effect, Process Development, Customer & Market Analysis, and HRM have indirectly effect between Leadership and Business Performance. Conclusion: This study results suggest not only the role of leadership to improve productivity performance of SME, but also which core processes are focused and differentiated.

• Journal of Information Technology Services
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• v.12 no.3
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• pp.95-109
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• 2013

This paper discussed about creativity and knowledge management variables as for effect factors on the management performance of IT service firms. Specially the mediation effects of knowledge management variables between the creativity and management performance were examined. To prove empirically the related hypothesis, the statistical analysis were based on the response from the 160 Korean IT Service firms. As an analysis results, it was found that the creativity of organizations was not the direct effector on the management performance. But the virtue of knowledge which are accumulated from knowledge management activity and shared in organizations was the direct effector. Also, the knowledge management activity is mediator on the in the relationship between the creativity and management performance. So this paper suggests that knowledge management activity and knowledge's virtue in the related the creativity in organizations are the important mediate factors for enhancement of IT service firm's performance.